PropertyCon 2026

PropertyCon: An IREM Education Experience is an event that brings property managers together to share practical insight, challenge assumptions, and explore how the profession is evolving. Sessions at the 2026 gathering focused on leadership, technology, amenities, and experience, reinforcing that successful property management is increasingly about people, adaptability, and purpose.

More than 600 property managers and industry leaders came together in Austin, Texas, in early April for a sold-out PropertyCon, now in its second year, filled with education, connection, and celebration. From a packed exhibit hall and can’t-miss sessions to powerful keynote messages from John Quiñones and J.R. Martinez, every moment reflected the strength and dedication of the IREM community.

PropertyCon included more than 45 education sessions, several networking events, and exhibitors ready to support attendees in their business practices.

Both Quiñones, from ABC News and “What Would You Do?,” and J.R. Martinez, Army veteran, author, actor, and winner of Season 13 of “Dancing with the Stars,” brought great energy and shared incredible stories about resilience, adversity, and the importance of being good human beings.

Attendees included more than 30 property management college students and 19 DISI (Diversity & Inclusion Succession Initiative) leaders.

In her opening address, 2026 IREM President Mindy Gronbeck, CPM^®, CCIM, talked about how IREM nurtured her own career growth. “Through IREM, I found opportunity, mentors, and lifelong friends.​ And I built a rewarding career in property management.​ That’s why I’m so passionate about the work we do today, because I know firsthand what’s possible when the right education, network, and leadership come together. ​Our time is now to create those same opportunities for the next generation of professionals.​”

Unlocking your power

Quiñones noted in his opening keynote that he came up with the idea of “What Would You Do?” because “we wanted to hold up a mirror to American society. We wanted to know, how do you unlock the power and the light that exists in each and every one of us, so that we’re all better equipped to say, ‘Hey, that’s wrong!’ or ‘How can I help?’”

He added, “We all have the power to make these everyday righteous leadership decisions, the power to speak up, to raise your hand when you see something wrong. It’s so important that we empower ourselves to do that, because silence is complicity.”

The closing speaker, J.R. Martinez, said, “We’re all conditioned to grind and say we’re so busy. I’m actually encouraging you from time to time to just pause, to reflect, to reconnect to your ‘why?’ What’s your core? What’s your purpose? Why are you doing this?”

AI transformation

Across sessions, technology emerged as a tool, not a solution on its own. Panels on AI emphasized its ability to streamline workflows and support better decisions while cautioning against tools that add dashboards without delivering impact.

In one session, David Franklin from Yardi showed how artificial intelligence is actively transforming property management operations today. From streamlining everyday workflows to supporting onsite teams, AI is helping deliver faster, more informed service for residents, tenants, and owners. The takeaway was clear: AI is no longer a future concept; it’s a practical tool reshaping how teams work and serve.

Amenities that work

One takeaway from a panel about amenities is that amenities are no longer about flash. They’re about daily life. As Nicole Loser, CPM^®, CAM, CAPS, divisional vice president, Berger Communities, put it, “Amenities used to be more of a ‘wow’ factor. Renters today are looking at amenities as part of their everyday life experience.” After COVID, with more people working from home and empty nesters renting by choice, amenity spaces have become extensions of how people live and work.

That shift has raised expectations across asset classes. “Ten years ago, your gym was basically a 10-by-20-foot room in the basement,” Sal Dragone, CPM^®, senior vice president, Rubenstein Partners, L.P., said. “Today, it’s a 2,000-square-foot space with incredible equipment. Every amenity is elevated now.” But elevation doesn’t mean overbuilding. Strategy, the panel agreed, starts with knowing your demographic. “The strategy is intentional and based on your target market,” Dragone noted. “The execution is what changes between Class A and Class B.”

Flexibility also matters. Trends move fast, and not all of them stick. “We thought video game lounges would be really cool,” Dragone said. “Never used. That shut down.” The lesson? Design spaces that can pivot. “You don’t build one conference room. You build a room you can split in four. It has to be plug-and-play,” he said.

Ultimately, amenities succeed when they drive differentiation and connection. “Amenities do two things,” Loser said. “They attract people to your building, and they create community. That’s where you win.” Even when ROI is hard to quantify, the impact shows up in occupancy, retention, and how people feel about the place they spend their time.

Future of the industry

At the Future of the Industry breakfast, Gronbeck moderated three panels that explored how property management is evolving across technology, global markets, and the real estate experience. While the topics ranged from AI to ESG to tenant expectations, the message was consistent: Progress depends on applying change with clarity and purpose.

The first panel focused on AI, proptech, and net operating income (NOI). Speakers cautioned against adopting tools that create friction instead of value. Amanda Cox, CPM^®, president and COO, Bellaire Services Corp., said, “The trick is determining whether something is NOI‑driving or just noise disguised as insight.” She added, “If it’s another dashboard, it’s not utilized. It just creates more friction.” The benchmark for success was clear: “If I can’t measure impact within 90 days, we kill it or scale it,” she said.

Panelists also emphasized that AI should replace work, not relationships. “AI can analyze T‑12s, rent rolls, and budgets in minutes instead of hours,” said Mark Kurowski, vice president of relationships & debt advisory, Lobby CRE; this frees teams to focus on decisions. But several warned against “hiding behind AI,” noting that higher leasing conversions still occur when prospects talk to real people. “The human touch will not come out of the leasing process,” Cox added.

The second panel looked ahead through a global lens, addressing resilience, ESG, and climate risk. Speakers described a shift from ESG reporting to ESG management; “It’s no longer about checking a box. It’s about actively managing it,” noted Patrick Katabua, CPM^®, managing director, KATAFRICA Strategic Solutions in South Africa. Others highlighted the growing impact of climate adaptation and insurance on operating budgets and long term asset value.

The final panel explored the evolution of the real estate experience. Shelly Just, senior vice president, operations, at HqO, noted that the industry is moving “from treating properties as static commodities to operating them as customer‑centric platforms where the experience is the product.” The role of the property manager is expanding—not being replaced.

Medical and life sciences facilities

A panel on managing medical and life sciences properties highlighted why these assets demand a fundamentally different approach from office or multifamily management. Christie Clenney, CPM^®, senior property manager, Remedy Medical Properties, Inc., observed, “Some of the things property managers never had to think about before are the infrastructure—HVAC, generators in almost every building, and plumbing, plumbing, and more plumbing.” In medical buildings, hundreds of sinks and hot water heaters sit above ceilings, creating constant risk that they “could rupture at any moment.”

Safety and accessibility also carry higher stakes. “ADA [Americans with Disabilities Act] requirements are exponentially worse at a medical facility,” Clenney said, pointing to increased liability when serving a fragile patient population. Another point emphasized is that the patient experience begins well before the exam room. “There are up to almost 50 touch points before a patient gets to the doctor’s office,” said Nicole Foster, CPM^®, general manager, Transwestern. These include garages, lighting, striping, and signage. “We have to know our properties from the driveway all the way up.”

Life sciences facilities add another layer of complexity. “Mechanical, electrical, and plumbing are foundational, but cleanliness is of utmost importance,” Rob Fuller, CPM^®, senior integrated facilities manager, CBRE, explained. In cleanrooms, which are highly controlled environments with specialized airflow and filtration, “if you lose pressure, you have to stop production,” putting millions of dollars at risk. Managing these properties, he said, “is not for the faint of heart.”

Leasing strategy presents its own challenges. Medical tenants often require health system alignment, and space may sit vacant for years. “If it’s not in alignment, you may very well have some vacancy loss,” Clenney said, making expense control critical to protecting NOI.

Across all asset types, the panel agreed on one constant: flexibility. “This industry isn’t static—it’s dynamic,” Fuller said. “You have to be ready at all times because the business cannot be interrupted.”

The role of property manager continues to evolve. Success is no longer just about operations; it’s about creating environments people want to be in.

In 2027, PropertyCon moves to Seattle. Early registration will start later this year.